Information capture, processing and retrieval system and method of operating the same

ABSTRACT

An information capture, processing and retrieval (“ICPR”) system shared by multiple buyers, suppliers and workers concurrently and a method of operating the same. In one embodiment, the ICPR system includes an order documentation subsystem configured to document orders for the suppliers and the buyers with respect to the workers. Each of the orders specifies a different method of time capture for the workers assigned thereto. The ICPR system also includes a time capture subsystem configured to receive the different methods of time capture from the workers positioned in one of anchored and untethered locations assigned to the orders. In a related embodiment, the ICPR system further includes a time approval and buyer tagging subsystem configured to allow the buyers to label time worked by the workers corresponding to the buyers with one or more tags, thereby translating approved time of the workers into custom, internal terminology of the buyers.

This application is a Continuation application of U.S. application Ser.No. 11/592,646 filed on Nov. 3, 2006 entitled “Information Capture,Processing and Retrieval System and Method of Operating the Same”currently allowed and issuing as U.S. Pat. No. 8,548,834 on Oct. 1, 2013which claims the benefit of U.S. Provisional Application No. 60/733,368,entitled “Tracking and Reporting System for People,” filed on Nov. 4,2005, which is incorporated herein by reference.

TECHNICAL FIELD

The present invention is directed, in general, to computer informationsystems and, in particular, to an information capture, processing andretrieval system and method operating the same.

BACKGROUND

The need and desire of workplace firms, and the people suppliers whoserve them, to efficiently source, administer, and report on temporaryand contract workers has been prevalent for a long time in the staffingindustry. For a variety of business and economic reasons, the use ofinterdepartmental, temporary and contract workers has become anincreasingly important dimension at a large number of workplacecompanies. Accordingly, the direct and indirect costs associated withtemporary and contract staffing has become a significant component bothwithin individual departments and in these companies as a whole. Theaforementioned costs represent an expenditure that companies need tobetter understand, control, account and report upon.

For many companies, the expenditure for such workers is the largestcompany expenditure that is not subject to the internal controlprocedure of a purchase order system. This is primarily because theexpenditure for temporary workers cannot usually be quantified prior tothe actual incurring of the expense due to overtime rules (and otherformula based charges) and both the number of hours and duration of daysworked being typically indeterminate at the time of an order. Theaforementioned is further complicated by the fact that no singlesupplier, no matter how large, has a lock on the best people or iscompetent in providing trained workers for all types of jobs or recruitsin all local (geographic) markets. Thus, the company faces the tworealities, namely, that it cannot issue purchase orders for theexpenditure and it cannot use one supplier as a single point of controland reporting source for the expenditure.

One common response has historically been to establish a single supplieras a “vendor on premise” or “master vendor,” allowing that supplier tohave first right of refusal to supply all of the workers needed andrequiring them to subcontract to others for whatever need they cannotmeet. While this may appear to be an efficient method of streamliningthe process, it has historically been very costly and usually breaksdown in implementation and reporting.

A second common response has historically been to interject a veryinefficient and expensive software middleman (often internet based),referred to as a vendor management system (“VMS”), directly into theprocurement and reporting process to allow a measure of control andcreate proprietary reporting. A VMS is typically installed at oneworkplace company at a time, much like an enterprise accounting system.Again, while this may also appear to be a good solution, the middlemanfee is extremely high for supplier firms in a low margin industry, andthe entry and manipulation of data that is required by a VMS makes asupplier literally learn and interface with a new system every time theyserve a new client that has deployed a VMS. Further, the reportingprovided to the buyer is limited and inflexible. For these reasons andmore, certain suppliers decline to use any VMS at all, and the VMS isnot accepted by a vast majority of suppliers.

The most common response is, because of the high costs and heavycommitment, to merely decline the possibilities of any control,tracking, and reporting on these types of expenditures. This is oftenthe course taken by companies, especially small and medium sized firms,that buy temporary labor.

Accordingly, what is needed in the art is a streamlined, inexpensivesystem where any people supplier can efficiently capture time inmultiple, necessary, firm-by-firm customized ways as a reliablefoundation for robust reporting and where any buyer of labor such astemporary labor can interface with multiple (e.g., hundreds) of peoplesuppliers in multiple geographic areas and, in that process, self tagtime worked on a customized basis peculiar to that buyer (e.g.,department codes, expense codes, locations), then easily obtainreporting customized to that buyer on a self serve, instant demandbasis. The system should provide like functionality to any supplier oflabor in working with a multitude (e.g., hundreds) of buyers.

SUMMARY OF THE INVENTION

These and other problems are generally solved or circumvented, andtechnical advantages are generally achieved, by advantageous embodimentsof the present invention, which includes an information capture,processing and retrieval (“ICPR”) system shared by multiple buyers,multiple suppliers and multiple workers concurrently, and a method ofoperating the same. In one embodiment, the ICPR system includes an orderdocumentation subsystem configured to document orders for the suppliersand the buyers with respect to the workers. Each of the orders specifiesa different method of time capture for the workers assigned thereto. TheICPR system also includes a time capture subsystem configured to receivethe different methods of time capture from the workers positioned in oneof anchored and untethered locations assigned to the orders. In arelated embodiment, the ICPR system further includes a time approval andbuyer tagging subsystem configured to allow the buyers to label timeworked by the workers corresponding to the buyers with one or more tags,thereby translating approved time of the workers into custom, internalterminology of the buyers.

In another aspect, the ICPR system is shared by multiple buyers,multiple suppliers and multiple workers concurrently and includes a timecapture subsystem configured to receive time worked by the workers ofthe suppliers. The ICPR system also includes a time approval and buyertagging subsystem configured to allow the buyers to label the timeworked by the workers corresponding to the buyers with one or more tags,thereby translating approved time of the workers into custom, internalterminology of the buyers. In a related, but alternative embodiment, theICPR system further includes an order documentation subsystem configuredto allow the suppliers to label orders between the suppliers and thebuyers associated with time of the workers corresponding thereto withone or more tags, thereby translating the time of the workers intocustom, internal terminology of the suppliers.

In another aspect, the ICPR system is shared by multiple buyers,multiple suppliers and multiple workers concurrently and includes anorder documentation subsystem configured to document orders for thesuppliers and the buyers with respect to the workers and allow thesuppliers to label the orders associated with time of the workerscorresponding thereto with one more tags, thereby translating the timeof the workers into custom, internal terminology of the suppliers. In arelated, but alternative embodiment, the ICPR system further includes atime capture subsystem configured to receive time worked by the workersof the suppliers. In another related, but alternative embodiment, theICPR system further includes a time approval and buyer tagging subsystemconfigured to allow the buyers to label time worked by the workerscorresponding to the buyers with one or more tags, thereby translatingapproved time of the workers into custom, internal terminology of thebuyers.

The foregoing has outlined rather broadly the features and technicaladvantages of the present invention in order that the detaileddescription of the invention that follows may be better understood.Additional features and advantages of the invention will be describedhereinafter, which form the subject of the claims of the invention. Itshould be appreciated by those skilled in the art that the conceptionand specific embodiment disclosed may be readily utilized as a basis formodifying or designing other structures or processes for carrying outthe same purposes of the present invention. It should also be realizedby those skilled in the art that such equivalent constructions do notdepart from the spirit and scope of the invention as set forth in theappended claims.

BRIEF DESCRIPTION OF THE DRAWINGS

For a more complete understanding of the present invention, and theadvantages thereof, reference is now made to the following descriptionstaken in conjunction with the accompanying drawings, in which:

FIG. 1 illustrates a system level diagram demonstrating limitationsassociated with the conventional approach to the staffing industry;

FIG. 2 illustrates a block diagram of an embodiment of a computer systemthat provides an environment for an information capture, processing andretrieval system according to the principles of the present invention;

FIG. 3 illustrates a block diagram of an exemplary embodiment ofcapturing time in accordance with the principles of the presentinvention;

FIG. 4 illustrates a system level diagram demonstrating the advantagesof the information capture, processing and retrieval system inaccordance with the principles of the present invention;

FIG. 5 illustrates a block diagram demonstrating limitations associatedwith conventional staffing fulfillment and vendor management systems;

FIGS. 6 to 9 illustrate block diagrams of exemplary embodiments ofinformation capture, processing and retrieval systems according to theprinciples of the present invention;

FIGS. 10 thru 58, 59, 59A, 59B, 60, 60A and 60B illustrate screen shotsfrom a computer demonstrating a method of operating an informationcapture, processing and retrieval system according to the principles ofthe present invention; and

FIG. 61 illustrates a flow diagram of an embodiment of a method ofoperating an ICPR system according to the principles of the presentinvention.

DETAILED DESCRIPTION OF ILLUSTRATIVE EMBODIMENTS

The making and using of the presently preferred embodiments arediscussed in detail below. It should be appreciated, however, that thepresent invention provides many applicable inventive concepts that canbe embodied in a wide variety of specific contexts. The specificembodiments discussed are merely illustrative of specific ways to makeand use the invention, and do not limit the scope of the invention.Unless otherwise provided, like designators for devices employed indifferent embodiments illustrated and described herein do notnecessarily mean that the similarly designated devices are constructedin the same manner or operate in the same way.

The present invention will be described with respect to an exemplaryembodiment in a specific context, namely, an information capture,processing and retrieval (“ICPR”) system. The particular embodimentsdescribed herein are applied to examples prevalent in the staffingindustry. In addition, the FIGUREs herein and accompanying descriptionmay use definitive language for the sake of specific examples. It shouldbe understood that the definitive language may be replaced withpermissive language in accordance with the principles of the presentinvention.

Referring initially to FIG. 1, illustrated is a system level diagramdemonstrating limitations associated with the conventional approach tothe staffing industry. The typical circumstance in the staffing industryis that each supplier uses an independent system of time capture (oftenpaper time cards). Thus, the typical buyer of staffing services frommultiple suppliers does not enjoy a uniform approach to approving timeor reviewing standard reports derived from time capture. The result is avery inefficient morass of different time collection methods andreporting approaches that render effective use and interpretation ofstaffing moot for buyers of staffing. As a result, the “spaghetti like”maze leads to a very complex relational and reporting system betweenbuyers and suppliers of labor in the staffing industry occurs asillustrated with respect to FIG. 1. The maze demonstrates the complexstatus of time collection and reporting of labor in the staffingindustry without implementing an ICPR system according to the principlesof the present invention.

Turning now to FIG. 2, illustrated is a block diagram of an embodimentof a computer system 200 that provides an environment for an ICPR systemaccording to the principles of the present invention. While the presentinvention is not limited thereto, the computer system 200 is a personalcomputer (“PC”). Additionally, the ICPR system including the subsystemsand modules thereof may be embodied in hardware, software includingprogram modules, and combinations thereof. Generally, program modulesinclude routines, programs, objects, components, data structures, etc.that perform particular tasks or implement particular abstract datatypes. Moreover, those skilled in the art will appreciate that the ICPRsystem may be practiced with other computer system configurationsincluding handheld devices, multiprocessor systems, microprocessor basedor programmable consumer electronics, network PCs, minicomputers,mainframe computers, and the like. The ICPR system may also be practicedin distributed computing environments where tasks are performed byremote processing devices that are linked through a communicationsnetwork. In a distributed computing environment, program modules may belocated in both local and remote memory storage devices.

As shown, the computer system 200 includes a processing unit 221, asystem memory 222, and a system bus 223. The system bus 223 linkstogether various system components including the system memory 222 andthe processing unit 221. The system bus 223 may be any of several typesof bus structures including a memory bus or memory controller, aperipheral bus, and a local bus using any of a variety of busarchitectures. The system memory 222 typically includes read only memory(“ROM”) 224 and random access memory (“RAM”) 225. A basic input/outputsystem 226 (“BIOS”), containing the basic routine that helps to transferinformation between elements within the computer system 200, such asduring startup, is stored in the ROM 224.

The computer system 200 further includes a hard disk drive 227 forreading from and writing to a hard disk, not shown, a magnetic diskdrive 228 for reading from or writing to a removable magnetic disk 229,and an optical disk drive 230 for reading from or writing to a removableoptical disk 231 such as a CD ROM or other optical media. The hard diskdrive 227, magnetic disk drive 228, and optical disk drive 230 areconnected to the system bus 223 by a hard disk drive interface 232, amagnetic disk drive interface 233, and an optical drive interface 234,respectively. These drives and their associated computer readable mediaprovide nonvolatile storage of computer readable instructions, datastructures, computer programs and other data for the computer system200.

A number of computer programs may be stored on the hard disk, magneticdisk 229, optical disk 231, ROM 224 or RAM 225, including an operatingsystem 235, one or more application programs 236, other programs 237,and program data 238. A user may enter commands and information into thecomputer system 200 through various input devices such as a keyboard 240and pointing device 242 (such as a mouse, etc.). An additional inputmechanism(s) 255 can also be included via an appropriate interface 257.

As shown, a monitor 247 or other type of display device is alsoconnected to the system bus 223 via an interface, such as a videoadapter 245. In addition to the monitor 247, the computer system 200 mayalso include other peripheral output devices (not shown), such asspeakers, printers, etc.

The computer system 200 may operate in a networked environment usinglogical connections to one or more remote computers, such as a remotecomputer 249. The remote computer 249 may be another personal computer,a server, a router, a network PC, a peer device or other common networknode, and typically includes many or all of the elements described aboverelative to the computer system 200, although only a memory storagedevice 250 has been illustrated in FIG. 2.

The logical connections depicted in FIG. 2 include a local area network(“LAN”) 251 and a wide area network (“WAN”) 252. Such networkingenvironments are commonplace in offices, enterprise wide computernetworks, Intranets and the Internet. When used in a LAN networkingenvironment, the computer system 200 is connected to the local network251 through a network interface or adapter 253. When used in a WANnetworking environment, the computer system 200 typically includes amodem 254 or other means for establishing communications over the widearea network 252, such as the Internet. The modem 254, which may beinternal or external, is connected to the system bus 223 via a serialport interface 246.

In a networked environment, computer programs depicted relative to thecomputer system 200, or portions thereof, may be stored in the remotememory storage device. It will be appreciated that the networkconnections shown are exemplary and that other means of establishing acommunications link between the computers may be used.

In accordance with the ICPR system, comprehensive, integrated timecapture methods and coverage provide a foundation for reliable,comprehensive reporting for any enterprise that buys services frommultiple staffing suppliers. This is especially true for geographicallydiverse buyers of staffing services. As hereinafter described, the ICPRsystem approach provides multiple flexible options for time capture.

In accordance therewith, FIG. 3 illustrates a block diagram of anexemplary embodiment of capturing time in accordance with the principlesof the present invention. A time capture subsystem 300 of the ICPRsystem provides the flexibility for multiple suppliers to use the sametime clock or multiple time capture methods, thereby allowing anysupplier to seamlessly work with an unlimited number of buyers diverseboth geographically and in worker profiles required. Simultaneously, italso allows any buyer to seamlessly work with an unlimited number ofsuppliers diverse both geographically and in worker profiles delivered.

More specifically, the ICPR system allows for worker submit subsystem310, wherein a worker submits the time via the web using any browser.Another methodology to submit time is via a buyer submit rostersubsystem 320, wherein a buyer of labor submits time by way of a rosterof workers via the web using any browser. Yet another way to submit timeis by way of a universal time clock submit subsystem 330, wherein thetime is submitted typically through a worker entering time on a timeclock via a swipe card or touch screen. The universal time clock submitsubsystem 330 is universal in that many suppliers may have their workersuse the same physical time clock daily without, typically, requiring amachine to be dedicated solely to one supplier at a time. Time may alsobe submitted through a buyer submit select subsystem 340, wherein abuyer of labor submits time by way of specific labor time of a workervia the web using any browser. Another way to submit time is by way of asupplier submit subsystem 350, wherein a supplier of time submits thetime via the web using any browser. The ICPR system, therefore, canaccommodate many buyers of labor and suppliers of labor to submit timevia disparate subsystems even while reviewing and editing the time viathe web from any browser. Additionally, the workers' time can beapproved via a time approval subsystem 360.

With the ICPR system, buyers and suppliers are not constrained bydiverse staffing practices. The ICPR system design serves multipleprofiles of workers (e.g., industrial to medical to professional)needing multiple ways to input time (e.g., time clock, web based selfinput) and customized configuration needs driven by suppliers or buyers(e.g., special billing units, shift differentials) in an unlimitednumber of both necessarily specifically anchored locations (i.e., aphysical time clock that validates specific physical presence atspecific times by specific individuals) and untethered locations (i.e.,time input via any wired or wireless connected personal computer orlaptop).

Depending upon the working relationship between and the configurationelected by the buyer and supplier participants, the party entering thetime using these various options may alternatively be the worker, thebuyer, or the supplier. The time collection appliance selected may beeither any personal computer located anywhere in the world or aspecifically located time clock whose authorized participating workersfor any given week are authorized by a potentially unlimited number ofsuppliers inputting orders for those workers from remote personalcomputers. Hence, the ICPR system 300 is universal in that an unlimitednumber of suppliers may have their workers use the time capture systemvia multiple methods without, typically, requiring a machine to bededicated solely to one supplier at a time.

Also, depending upon configurations selected, the buyer or the suppliermay edit the time captured by the time clock prior to the approval bythe designated person. The ICPR system then allows buyer supervisorypersonnel to subsequently approve the time. Alternatively, the suppliermay approve the time captured if the buyer is not designed to be in theapproval process in order for the supplier to properly obtaincomprehensiveness in its payroll and billing information. The ICPRsystem multi option time capture and universal time clock stand alone asa streamlined, customized, comprehensive time collection subsystem.

Turning now to FIG. 4, illustrated is a system level diagramdemonstrating the advantages of the ICPR system in accordance with theprinciples of the present invention. Initially, a system administratorfor each company or department is established and allowed to access theICPR system via, for instance, an ICPR system website. The systemadministrators configure their respective business process rules thattheir end users will subsequently follow when completing work orders andtime cards.

First, the suppliers enter the particulars of each order agreed uponbetween the buyer and the supplier. This order information is in essencethe “purchase order” for which weekly time card submissions andapprovals function as “receivers” that document a volume component toany particular weekly transaction. In this fashion, an open order mayhave differing weekly contract amounts that result from the product ofthe pricing (from the order) and the volume (from the time cardsubmission).

The end users then jointly manage and track the follow on time cardsubmissions and approvals for each worker engaged. Once time cards areapproved, the ICPR system manages the calculation and electronicpresentation of the invoice data to the workplace firm and thepresentation of the payroll hours to the supplier. In essence, the ICPRsystem access via the internet functions as both the processing engineand the secure receptacle of data for the activities of both the buyerand the supplier.

While certain portions of the transactional information are necessarilysegregated and kept private, other (predisclosed) portions are sharedbetween the transaction parties. This enables enhanced coordination ofeach transaction and the business processes for each participant, andresults in a more efficient, lower cost procurement and administrativesystem for both. Then, as a result of combining the shared transactionalinformation with the segregated private information, each participanthas robust, instantly refreshable data for various types of control,oversight, and management reporting.

An attribute of the ICPR system (integrated with the ICPR time capture)is that the ICPR system is a web based service with web browsers foraccess. Also, the ICPR system is a simplified, streamlined approach forpersonnel at people suppliers to record an initial work order, forworkers (or their appointed surrogates, to provide flexibility tosuppliers, or their buyers, or both) to record time either via aphysical time clock or web access, and for the workplace buyer toapprove the time. The aforementioned functionality is performed manuallyin conventional systems. Further, the people supplier can managemultiple orders at multiple customers using the detailed transactionaldata for each worker. This data, combined with the custom tagging (e.g.,selling location, customer name, job title) initiated by each supplierupon entering the order, can be organized in reports meaningful to thesupplier.

Once a buyer configures the ICPR system website with its specific,customized business process rules and begins receiving time cardsubmissions through the ICPR system, the system can execute customtagging for the buyer. The custom tagging accommodates tagging weeklytime card data in the specific business language (e.g., job titles,expense codes, locations, departments) of the buyer firm. Each buyerfirm can comprehensively translate (using its specific language)approved time card activity from an unlimited number of multiplesuppliers into reportable information specific to the buyer with noeffort on the part of the suppliers. The buyer then has self serve,instant access “24/7” via, for instance, the web, to the detailedtransactional data for each worker and, by query based compilation andanalysis, the data for multiple workers in any combination of attributesthe particular user desires. For instance, the ICPR system accommodatesthe detail of the amount the buyer firm spent and the bill rates chargedby multiple suppliers for forklift operators at Boston, Peoria, andPhoenix plants between November 10 to December 24 of last year. Eachreport request is delivered in mere seconds; the buyer user of the ICPRsystem can then simply change one or more attributes and get a freshlyrevised report with different attributes, again in mere seconds.

Additionally, the buyer user may immediately access other completelycustomized reports (e.g., accrual reports, seasonality of labor reports,operating reports) necessary to operate a company or complying withgovernment regulations such as Sarbanes Oxley. This infinite number ofcombinations of data reported upon is available and comparable, nomatter how many different people suppliers are participating. From thebuyer procurement reporting perspective, it is as if there is a singlesupplier that is integrated into the procurement and financialprocesses. This is in direct contrast with multiple suppliers providingreports from proprietary systems in significantly differing formats anddisclosures, resulting in an extremely complex “spaghetti” effect to thebuyer as illustrated with respect to FIG. 1. Thus, the comprehensivetranslation to specific custom language by each party across multiplestaffing relationships with no effort by the other party to thetransaction is a stark advantage of the ICPR system.

The buyer access and functionality in the ICPR system is availablewithout any supplier needing to receive any special training or accessspecific to a particular buyer and without any time or effort expendedby the suppliers. To accomplish all this, a participating suppliermerely spends less than a minute to create a standing order for eachworker; of which the standing order is used as the authorizing documentfor time worked each week for the duration of time the worker is servingthe buyer. Another equally important attribute is that the individualworkplace buyer (end user) can select the local supplier who serves himbest, instead of being forced to work through a single requisitionprocess that was chosen by a corporate procurement office and may not becapable or responsive to his particular need.

As illustrated with respect to FIG. 5, in VMS and spend managementsystem (“SMS”) procurement systems, a primary, even overriding, purposeis to disrupt the relationship between the buyer's workplace manager andthe staffing sales professional in order to obtain the lowest costpossible via a centralized procurement process. Also, conventionalsystems often require multiple invoices to the accounts payabledepartment of the workplace and time and attendance reporting from theworker is often a manual process. The ICPR system eschews this approachbecause purchasing staffing services centrally is rarely the route totrue value and productivity for the buyer; workers simply are notcommodities or “commoditizable,” at least to the supervisor who mustsupervise them in the workplace. Rather, the ICPR system focuses on thebottom portion of FIG. 5, allowing the contractual information,subsequently “custom tagged,” to later report to the buyer company thefinancial results and productivity of the purchase.

The ICPR system, with the tool of custom tagging, is a transactionrecording and translation system, as opposed to a proprietarilyconfigured VMS or SMS that requires special training for every supplierfor each and every buyer that uses a particular VMS or SMS. Mostcorporate administrators can, with the ICPR system, complete their setupand configuration in a few days, unlike a typical VMS or SMS setup thatusually takes several months to configure and roll out. The ICPR systemis extended to buyers for their tracking and reporting on employees, andcontrasting employee costs to temporary worker costs.

The typical legacy of master vendor relationships (where a supplier firmis retained by a buyer to supervise and report upon all other vendors)is one of dramatic cost inefficiencies and reporting problems. The ICPRsystem is designed not only to help a single vendor serve its workplacefirm clients, the ICPR system dramatically reduces the complexities of amaster vendor in tracking, processing, and invoicing the very workersthat the master vendor is being provided and invoiced to by subvendorsin the ICPR system. In this way, the ICPR system has two suppliers forthe same worker, serving both the master vendor and the subvendor.

In this fashion, the ICPR system links together comprehensive orderdocumentation, multiple time capture methods, custom buyer tagging, andpayroll/invoice integration, and all the while offers a plethora ofunlimited reporting options at every step of the way (see FIG. 6, etseq.). Because the ICPR system employs, for instance, the web, to moveway beyond fixed, proprietary systems like enterprise resource planning(“ERP”) systems or VMS systems, one supplier can then engage in staffingactivity comprehensively with an unlimited number of buyers, and onebuyer can also simultaneously engage in staffing activitycomprehensively with an unlimited number of suppliers.

Turning now to FIGS. 6 to 9, illustrated are block diagrams of exemplaryembodiments of an ICPR system constructed according to the principles ofthe present invention. The ICPR system is shared by multiple buyers(e.g., multiple different buyers such as different entities), multiplesuppliers (e.g., multiple different suppliers such as differententities) and multiple workers concurrently. The ICPR system receivesprocurement details between the buyers and suppliers and prepares orderdocumentation via an order documentation subsystem 610. The orderdocumentation subsystem 610 provides the information to a reportingsubsystem 620. The order documentation subsystem 610 documents ordersfor the suppliers and the buyers with respect to the workers. Each ofthe orders can specify different methods of time capture for the workersassigned thereto. The order documentation subsystem 610 also allows thesuppliers to label the orders associated with the time of the workersand financial revenue corresponding thereto with one or more tags,thereby translating the time of the workers into custom, internalterminology of the suppliers for reporting. When the worker performs thework, the ICPR system captures the time via a time capture subsystem630. The time may be captured in any number of ways as illustrated anddescribed with respect to FIG. 3 and from the workers positioned in oneof anchored and untethered locations assigned to the orders. Again, theinformation about the captured time is provided to the reportingsubsystem 620.

Once the time has been captured, the buyer may access the time capturestatus via access to the ICPR system or the ICPR system provides anotice to the buyer to approve and tag the time via a time approval andbuyer tagging subsystem 640. The information about the approved andtagged time is provided to the reporting subsystem 620. The timeapproval and buyer tagging subsystem 640 allows the buyers to label timeworked by the workers corresponding to the buyers with one or more tags,thereby translating approved time of the workers and the relatedfinancial expense into custom, internal terminology of the buyers forreporting. Additionally, the approved and tagged time is provided to apayroll and invoicing subsystem 650. The payroll and invoicing subsystem650 provides payroll information about the workers and invoices thebuyers for approved time. As before, the information about the payrolland invoicing is provided to the reporting subsystem 620. Additionally,the ICPR system includes a mechanism for a buyer to accumulate feedbackabout suppliers and workers via a survey subsystem 660, whichinformation is provided to the reporting subsystem 620. Thus, the surveysubsystem 660 captures, compiles and processes survey answers by thebuyers regarding the orders. The reporting subsystem 620, therefore,provides reports about the survey answers. The ICPR system canaccommodate a multitude of different buyers, suppliers and workers usingthe same system, while maintaining the privacy and uniquecharacteristics of the specific relationships.

Regarding the ICPR system and as illustrated in FIG. 7, a financialnetwork subsystem 670 provides a streamlined subsystem for the support,collection, and reporting processes for lending in the staffingindustry, as well as to address three key factors that create veryproblematic issues for typical staffing suppliers and their lenders, asfollows. First, the buying of staffing services involves a uniqueprocurement process that typically lacks the issuance of a traditionalpurchase order. The parties initially only agree to the hourly bill ratefor the worker and then wait until the end of each work week to learn ofthe actual hours worked or delivered, thereby determining the actualdollar amount spent. This lack of normal purchase order procurementdocumentation not only creates the need for the ICPR system tracking ofweekly purchases by the buying company, it also creates some uniqueinvoicing and accounts receivable financing support issues for thestaffing supplier.

Second, the staffing suppliers often use time card approaches (e.g.,paper time cards) that are not easily accessible to a lender wanting todetermine the validity of financed invoices. Especially given thatpurchase orders are not typically issued, this lack of time cardsclearly approved and linked as supporting detail for invoices not onlycreates the need for the ICPR system invoicing to the buying company, italso creates more unique invoicing and accounts receivable supportissues.

Third, the staffing suppliers typically have very short and inflexibleaccounts payable terms (i.e., weekly or bi weekly payroll) whileexperiencing much longer accounts receivable realities (say, 35 to 50days outstanding). This creates a significant need for capital tofinance receivables, especially for a supplier that is growing or couldgrow. Unfortunately, the staffing suppliers' owners typically haverelatively low net worths and their firms typically earn very lowearnings before income taxes, depreciation, and amortization (“EBITDAs”)such as one to three percent. Accordingly, these firms need very highpercentages of receivables financed (90% or higher), especially inperiods of business prosperity and high staffing growth. Therefore,credit availability for many typical suppliers from more traditionalsources like commercial banks is often not workable, due to bankingregulations. This is true even though many small to medium sizedstaffing vendors have customer lists full of highly credit worthyFortune 500 clients.

The result of these factors is that many staffing suppliers are forcedto do business with factoring companies charging very high effectiveinterest rates. The factoring companies are costly because of processingduplications and inefficiencies, unsupported invoices, and perceivedhigher risk, this last despite quality credit worthiness of manystaffing supplier clients being invoiced. Thus, the financial networksubsystem 670 provides invoice information and supporting documentationto allow lenders to more easily, confidently, and less expensivelyfinance invoices and easily monitor invoice activity of the suppliersassociated with the orders.

The financial network subsystem 670 of the ICPR system, which isagreement based, authorizes access for lenders to staffing suppliers toall necessary data and lender specific reports to finance receivablesand manage portfolios across multiple staffing supplier clients on anextremely streamlined basis. The staffing suppliers being financedreceive real time data and reports regarding receivable status withtheir lenders.

More specifically, via the financial network subsystem 670, lenders willbe able to access invoices that are fully supported by approved timecards in standardized formats and obtain reporting across all suppliersusing the ICPR system. In this way, lenders are able to validate timecard approvals, standardize information received from their multipleclients, streamline monitoring of and reporting on multiple clients'activities, and retain primary focus on underwriting issues and risk.

The financial network subsystem 670 of the ICPR system (along withconnecting suppliers with lenders) dramatically addresses the needs oftypical staffing suppliers and their lenders. The financial networksubsystem 670 employs functionality from the ICPR system to gainstandardization and efficiencies in time collection, time approval, andinvoicing. In fact, it is the discipline of standardized order, timecapture and time approval across multiple buyers that creates the costsavings and efficiencies otherwise lacking for lenders trying to servemultiple staffing suppliers. The financial network subsystem 670specifically addresses the receivables' support, collection, andreporting. Additionally, the time card hours coupled with the orderconfirmation economics allows a buying firm to not only tag and reporton hours but to expense the equivalent. A buyer can also accrueuninvoiced expenses in a given period. The financial network subsystem670 allows buyers to take advantage of the aforementioned.

As illustrated in FIG. 8, the ICPR system includes a card networksubsystem 680, which is an agreement based, authorized, nationwide useof pay cards for workers by suppliers. Because of the nature ofstaffing, most staffing suppliers, especially small-to-medium sizedsuppliers, have inefficient methods for paying workers. Traditionaldelivery systems for pay to workers are typically inadequate asevidenced by the client locations being dispersed, and many workerschange locations to different clients or different client locations,making individual delivery of paychecks impractical. Workers often driveweekly to the staffing supplier's office to pick up paychecks (theworkers may drive long distances, especially in the case of a staffingsupplier in a large city). Workers also often lose paychecks and expectimmediate replacement of lost paychecks (for pressing needs, likegroceries). Thus, stop payment charges to the staffing supplier are highin proportion to check amounts. Additionally, the check cashing feespaid by workers are exorbitant; and workers can be literally be “off thepayroll” before direct deposit procedures take effect.

The card network subsystem 680 allows workers and suppliers to bothexperience lowest cost and highest efficiency. A card can be used as adebit card or the worker, via web access, can transfer balances to otherchecking accounts, savings accounts, or 401(k) accounts. The paperpaycheck issues such as check cashing fees and replacement check costsare eliminated. The standardization and documentation of time cardapprovals of the ICPR system are in response to the often numerousdisputes in the staffing industry that result in sloppy and oftenundecipherable data on multiple thousands of weekly paper time cards.

Via the card network subsystem 680, workers can access current andhistoric payroll information via a secure login identification (“ID”)and password. When accessing this information, the card networksubsystem 680 provides key communications from the supplier and targetedadvertising from outside advertisers. The card network subsystem 680 mayalso interface with a payroll processing system 690 to facilitate properpayment to the workers. In the embodiment illustrated in FIG. 9, theICPR system includes the financial network subsystem 670 and the cardnetwork subsystem 680. Thus, the card network subsystem 680 generatespay card activity, integrates the pay card activity with a financialinstitution and provides reports to the workers and the suppliersassociated with the orders. Having introduced the subsystems that formthe ICPR system, exemplary screen shots will hereinafter be described toaccentuate the features and functionality associated therewith.

Turning now to FIG. 10, a method of operating the ICPR system beginswith documenting the terms of a particular staffing transaction betweenthe buyer and the supplier in accordance with an order documentationsubsystem as described above. The supplier enters the information, someof which is specific to the supplier and forms the basis of reportinginformation that is custom to the supplier (e.g., one or more tags suchas selling location of the supplier, customer, job title). Also, thesupplier may have previously created one or more templates for thoseorders that have all common characteristics (e.g., customer, bill rate)and use such templates as order wizards to save time and effort bydocumenting numerous orders in bulk (i.e., for workers doing the samework at the same rate for the same customer). The compounding of thisinformation creates a nearly infinite number and variety of data thatthe supplier can mine to enhance customer service and drive operationalefficiencies. At the same time, certain of the entered orderedinformation is shared between the buyer and supplier (e.g., bill rate),as well as the worker (e.g., planned work start date). The buyer andsupplier use such information in concert with other data to forgereporting customized to various needs. The aforementioned process can beaccomplished across multiple buyers, multiple suppliers, and multipleworkers, respectively. FIG. 10 is a final screen summarizing some of thekey information entered in the previous steps of an order from asupplier view, the general categories of which are enumerated in thesteps at the top of the screen.

Turning now to FIG. 11, the buyer and other parties selected by thesupplier are automatically emailed the order transaction data. Becausesuch transaction information is often not affirmed between the supplierand the buyer in the normal course of doing business, this action worksto eliminate many disputes that arise later (e.g., after invoicing).Thus, FIG. 11 illustrates an order confirmation via email in accordancewith the order documentation subsystem as described above from a buyer'sview.

Turning now to FIG. 12, the worker submit time entry (option 1 of a timecapture subsystem as described above with respect to FIG. 3) allows aworker to enter time for any particular buyer, any particular week, fromany browser, anywhere. The worker may save the entry multiple times,return to edit it and then, finally, send it to the appropriate buyerapprover. The note section allows special communication of importance tothe buyer approver. FIG. 12 illustrates a view from the worker'sperspective.

Turning now to FIGS. 13 and 14, a buyer submit roster time entry (option2 of the time capture subsystem as described above with respect to FIG.3) allows the buyer supervisor to select workers and enter (and manage)the time worked by those multiple workers (see FIG. 14). Sometimes it isnot desirable or efficient of the worker to enter his or her own timeand for the buyer approver to have to wait until the week is complete tounderstand the time being worked by the various workers (the hours andcomments may be stored multiple times throughout the week). The wizardsallow buyer supervisors to enter hours or comments across multipleworkers with one click. Using this roster, the buyer supervisor cancontrol overtime that the buyer may be contractually obligated to paythe supplier of the worker. The buyer supervisor may also submit thetime cards from this roster in batches. FIGS. 13 and 14, therefore,illustrate the buyer submit roster time entry from the buyer's view.

Turning now to FIG. 15, the buyer may use a time clock for multiplesuppliers at once (option 3 of the time capture subsystem as describedabove with respect to FIG. 3). Using this one time clock (a universaltime clock), the ICPR system serves all suppliers on that time clock asopposed to the traditional approach wherein each supplier has adedicated time clock. The worker swipes badge printed by supplier viathe ICPR system or the workers may enter a nine digit ID (e.g., socialsecurity number). Further, if so configured by the buyer, the worker maymake selections about his time worked that provide the buyer taggingdata upon buyer approval of time. The supplier can easily imprint eachworker's picture on each badge for identification and security purposes.The same photographs may be reviewed by each supplier and each buyerassociated with the transaction via web access in various reportsthroughout the ICPR system. The time clock includes a display 1510, cardswipe 1520, a backup battery 1530, and communication interface 1540(via, for instance, the internet).

Turning now to FIG. 16 and in accordance with the universal time clock,buyer personnel may select a worker's time card for detailed review orediting by clicking an “edit” button in accordance with the time capturesubsystem. As illustrated in the buyer's view, the buyer personnel mayclick on an “info” button for detailed order information and alsoterminate the order whereupon the ICPR system will automatically notifythe supplier involved in the order.

Turning now to FIG. 17, buyer personnel may drill down even further toreview specific times that the universal time clock has captured foreach particular worker in accordance with the time capture subsystem. Asillustrated in the buyer's view, the worker may have multiple entrieseach day for breaks, lunch, etc. and, if so, the display merely expandsto reflect the full set of time inputs for each day.

Turning now to FIG. 18 and in accordance with the universal time clock,buyer personnel may select a line to edit with the time capturesubsystem. As illustrated in the buyer's view, the buyer then merelyadjusts the time (hours, minutes, am/pm) as needed. The ICPR systemadjusts the line for the new time entered when the buyer clicks an“update” button. However, if the buyer attempts to enter a new time thatoverlaps with an existing time entry (e.g., if 12:15 pm is entered inplace of 11:00 am), the ICPR system will not allow completion of theedit.

Turning now to FIG. 19, buyer personnel may create an entire new line oftime for a particular day with the time capture subsystem. Asillustrated in the buyer's view, the buyer clicks an “add entry” buttonto enter a new time block for a selected day. The new time for a line isadjusted in the ICPR system when the buyer clicks an “add” button.However, if the buyer attempts to enter a new time block that overlapswith an existing time entry (e.g., if 11:05 am is entered in place of11:00 am here), the ICPR system will not allow completion thereof. TheICPR system also handles a series of special issues that arise in thenormal course of work, such as a worker forgetting to clock out.

Turning now to FIG. 20 illustrating a buyer view, various buyerpersonnel at multiple locations may select from a menu of workers thatare mobile to work multiple locations and the buyer personnel selectseach individual worker to control time once the worker arrives (option 4of the time capture subsystem as described above with respect to FIG.3). The buyer personnel may review, edit, or submit time for the workerfor the week selected as illustrated in the buyer view of FIG. 21.

Turning now to FIGS. 22 to 25 illustrating supplier views, supplierpersonnel may elect to enter time on behalf of the worker (option 5 oftime capture subsystem as described above with respect to FIG. 3). Thesupplier selects the date range and the buyer customer desired. (FIG.22). In accordance with FIG. 23, the supplier personnel select theworkers to enter time for. In accordance with FIG. 24, the supplierpersonnel enter, save, or edit the time for the workers selected andthen submit the time. In accordance with FIG. 25, the supplier personnelsend the time card(s) to the email address of the buyer approver.

Turning now to FIG. 26 illustrating a buyer view, the buyer approverreceives an email notice in an assigned corporate email as part of thetime approval and buyer tagging subsystem in accordance with a workersubmit time capture. When the buyer approver clicks on the link, theICPR time is immediately accessed without the buyer approver having tolog in to the ICPR system. This approval may have been sent through morethan one time capture subsystem approach (e.g., worker submit, suppliersubmit).

Turning now to FIG. 27 illustrating a buyer view, the buyer approver canapprove or reject the time card in accordance with a worker submit timecapture. If rejected, the worker automatically receives an emailnotification and, operating under the instructions or feedback from thebuyer approver as documented in a “reason” box, can then edit andresubmit the time card for approval. The majority of time card approvalsby most buyers that a supplier serves can be handled with this simpleprocess in FIGS. 26 and 27. The buyer approver simply clicks twice,namely, first on a “click here to approve” button and then on an“approve” button. In this fashion, the order's receiver, the time cardapproval, is done week after week and each invoice is fully supported bya combination of the financial terms of the order and hours volume fromthe approved time card.

Turning now to FIG. 28 illustrating a buyer view, as an alternative toapproving time cards by clicking through an email notification, thebuyer approver may elect to approve time cards through access via anICPR menu in accordance with a worker submit time capture. The buyerapprover clicks on an “approve waiting time cards” button and brings upall unapproved time cards directed to an email address. The supervisorcan then select any time card(s) to approve (or reject and send back tothe worker, if desired). As illustrated in FIG. 29, to assist in theprocess of approving time cards, the buyer approver can review alldetails of any time card by clicking on an “info” button for that timecard in accordance with a worker submit time capture.

Turning now to FIG. 30 illustrating a buyer view, once the time isapproved for a worker, the buyer approver is automatically brought to anICPR custom tagging screen in accordance with the time approval andbuyer tagging subsystem. The buyer approver now tags the hours withbuyer specific labels (e.g., one or more tags such as location,department, expense code). The hours can be parsed into differenttagging groups multiple times. Some time tracking approaches simplyallocate labels for a worker according to where the worker is expectedto work and what the worker is expected to do. The ICPR system allowsthe buyer approver to allocate in numerous combinations of labelcategories what the worker actually did that week and where the workeractually did it. This is advantageous since actual workplace activitiesrarely conform to plans.

The ICPR custom tagging and its versatile menu for tagging is availablefor every buyer approver at the buyer company, no matter what theprofile of worker (e.g., industrial, technological, clerical), no matterthe location, no matter the job activity, no matter the supplier. Inthis way, the buyer firm may get inherently consistent, robust data andreporting in the buyer firm's own internal “language” while not beingrestricted in any fashion in choice of worker profiles, locations,number and type of suppliers used, etc.

Turning now to FIG. 31 illustrating a buyer's view, the buyer approverwho is approving a number of workers simultaneously (e.g., where theworkers did exactly the same tasks at the same plant location) may tagmultiple workers simultaneously in accordance with, for instance, abuyer submit roster or time clock submit time capture. In thisfunctionality, since the buyer approver is tagging for a group ratherthan an individual, the buyer approver allocates percentages of the timerather than allocating partial hours.

Turning now to FIG. 32 illustrating a buyer view, the buyer approver isallocating 75% of the 8 workers' time to “distribution logistics phase1” and 25% of their time to “distribution logistics phase 2,” even while100% of their time is at the “Florida plant” location, in the“production” accounting code, and fulfilling the “assembler” job titlein accordance with, for instance, a buyer submit roster or time clocksubmit time capture. In this fashion, the buyer approver may easily tagin bulk (across multiple workers), immediately following the approvingof the time itself in bulk across the eight workers.

Turning now to FIG. 33 illustrating a supplier view, the supplier mayeasily invoice using the payroll and invoicing subsystem. First, thesupplier selects the buyer to invoice. The supplier then selects timecards and enters the invoice number and invoice data as illustrated inFIG. 34. Time cards may be selected in bulk for invoicing together,either by selecting them one at a time, by checking the box in the farleft column to designate their individual inclusion, or by selecting alltime cards displayed in bulk, by checking the box at the top of the farleft column. The “selected total” tallies the total amount of billingsfor the time card selected and changes each time that time cards areselected or deselected. In this way, the supplier may control the totalbilling amount on any particular invoice.

Once the supplier has clicked the “create invoice” button, because theICPR system is a shared system between suppliers and buyers, an invoiceis created by the ICPR system and is immediately available to the buyer.Further, all information supporting the invoice (order data such as billrate, time card data such as hours worked) is included with the invoice.This real time, paperless, shared system approach has enormousramifications for the efficiency of buyer and supplier operations. Forinstance, the buyer's accounts payable personnel may review and remitfunds for an invoice completely supported by approved time cards justmoments after the approval of the time by buyer operations personnel,assuming that supplier personnel has taken the few seconds to create aninvoice comprised of those time cards. This can be done by the buyer'saccounts payable personnel for every supplier. Exemplary invoices inaccordance with the reporting subsystem will described below.

Turning now to FIG. 35 illustrating a supplier view, in the staffingindustry, the same order and time card data that supported the invoicenaturally supports the payroll information needed for the worker. In theICPR system, this includes the payroll and invoicing subsystem. Thesupplier first selects the date range to be covered for payroll and thenselects the “export type,” depending upon which payroll application thesupplier is using. The ICPR system has the capability to create thenecessary data files and formatting for any payroll applications thatupload data for payroll processing.

Turning now to FIG. 36 illustrating a supplier view, the supplierselects the workers to include in the payroll export. The workers may beselected in bulk by selecting the box at the top of the column. Thesupplier may review and research any particular time card informationfor any particular worker by selecting the “info” button for that workeras illustrated in FIG. 37.

Turning now to FIG. 38 illustrating a supplier view, the supplier nowclicks an “export marked items” button to create a file that will beused to upload the necessary formatted information into the payrollapplication. Using these steps, in a matter of seconds, the supplier mayhave a file containing thousands of workers ready to upload intopayroll. Further, these hours have been supported by approvals by thebuyer approvers representing multiple buyers. Paper time cards are notjust inefficient; many disputes about validity of signatories, blurredhandwriting, and unreadable hours written down by hand are resolved bythe design of the ICPR system in accordance with the payroll andinvoicing subsystem.

Turning now to FIG. 39 illustrating a buyer view, the buyer can assessits suppliers by using the survey subsystem. The ICPR system canaccommodate an exit survey that assesses both the worker and suppliervia a “point and click” process (after the assignment is ended). TheICPR system can also accommodate a fill survey (not shown) that buyerpersonnel complete just after the assignment is filled. These twosurveys are separate because the buyer needs to complete the fill surveywhile the fill and worker orientation information and his relatedobservations are fresh (i.e., it may be months before the assignment iscompleted and the exit survey is ready to be completed). The ICPR sharedsystem approach (across multiple buyers and multiple supplierssimultaneously) is important to the design and effectiveness ofassessment. Inasmuch as the questions are consistent across multiplesuppliers, the compiled results allow the buyers to compare and contrastresults across suppliers. Likewise, suppliers may obtain results frombuyers and compare and contrast results.

Turning now to FIG. 40 illustrating a buyer view, the buyer may accessthe automatically compiled fill survey report by worker order. The buyermay also access the fill survey report by supplier (not shown), andcompare and contrast the supplier with regard to both specific questionsand averages across the questions and data sampled. The buyer may accessthe automatically compiled exit surveys using various query parametersas illustrated in FIG. 41.

Turning now to FIG. 42 illustrating a supplier view, an order reportselector criteria screen provides a glimpse into the reporting subsystemthat serves both suppliers and buyers. The reporting subsystem'scapabilities are literally almost infinite. Each supplier has customizedreporting capabilities specific to that supplier; one set of selectorsare specifically their custom data (e.g., selling locations). Thesupplier may select one or more of those custom selectors. At the sametime, the supplier may select one or more of the ICPR system selectorsthat pertain to this type of report, in this case, “estimated hours” or“pay rate” or “bill rate.” Further, each of those selectors may havefurther definition such as estimated hours “between 35 and 45” orcontractor name contains “Smith.” The possibilities are literallyendless and are customized specific to this supplier across any and allthe supplier's buyers.

Turning now to FIG. 43, illustrated is the result from the query of FIG.42. Seventy five items were returned that met the criteria selected. Thesupplier may peruse the report at will and research each returned itemfurther by clicking on the “info” button. The supplier may access thisinformation in about three to five seconds from any browser. Thesupplier may reaccess this information at any time by simply requestingthe same selectors. In addition, by clicking “export,” the supplier canexport all this data to a spreadsheet in order to save the data to alocal hard drive and manipulate this data further. The supplier hasexported the data from FIG. 43 as illustrated in FIG. 44.

Turning now to FIG. 45 illustrating a supplier view, the supplier usingthe reporting subsystem wants to determine what orders lack time cardsbeing submitted for a particular selected week for a particulargeographic area. As illustrated in FIG. 46, the supplier finds that, inresponse to the criteria selected in FIG. 45, three time cards have notbeen submitted. Now, the supplier has specifically identified exactlywhere to focus efforts to obtain all the time cards necessary to payworkers and invoice customers this week. This report represents aradical departure in practice and efficiency of the typical staffingvendor. Mondays are legendary in the staffing industry, as suppliersscramble to find the status of time cards, namely, have they beencompleted, are they in the hands of approvers, are they in transit, arethey in dispute, is the buyer's approval legible, can you read them ifand when they get here. The ICPR system combination of functionality andlinked steps creates a seamless process such as the order entry, thenthe time capture, then the time card approval, and then this reporteasily ascertaining the status of time cards across every supplierlocation, every buyer, and every worker in a matter of seconds. Ofcourse, the supplier then follows up on these exceptions; once resolved,the supplier is ready to seamlessly execute the payroll and invoicingsubsystem.

Turning now to FIG. 47 illustrating a supplier view, the supplier maywant to review the approved time card activity for a group of customselection criteria (e.g., here, the supplier wants to know what timecards are submitted and approved for the North Central Region for allcustomers for all job titles for the week of July 24 through July 30).The supplier may review the results of the query within seconds asillustrated in FIG. 48.

Again, the supplier may research each item by clicking on the “info”button. It is important to note that FIGS. 42 to 48 are onlyrepresentative of the suppliers' access to reporting in the reportingsubsystem. Suppliers may access all types of reports relating to orders,time cards, invoices, buyer customers, workers, and operations. Each ofthese reports has different types of selection criteria and selectorsappropriate to the particular report; some selection criteria are customto the supplier and others are ICPR standard selectors germane to thatparticular report. In this fashion, because of the functionality anddiscipline created by the subsystems of the ICPR system feeding into thereporting subsystem, various supplier personnel are able to creativelyaccess a nearly infinite, individually customized array of reportvariations, within seconds, from any browser, anytime, anywhere.

Turning now to FIG. 49 illustrating a buyer view, the buyer has similarrobust opportunities to use the reporting subsystem. First, the buyerselects the desired date range for the report. Second, the buyer selectsthe “tagging tree detail” for a report. This detail comes directly fromthe custom tags configured for the buyer company. Third, the buyerselects specific queries from “field selectors” such as bill rate,overtime factor, etc. In this example, the “narrowed” or “filtered”selection (1) covers Oct. 1, 2005 to Dec. 31, 2005; (2) is for thePhoenix Plant only; and (3) is for all suppliers but only for bill ratesbetween $10 and $15 and overtime hours greater than zero for each of theweeks in the date range selected.

The buyer reviews the result in a matter of seconds as illustrated inFIG. 50. Many columns in the ICPR reports have a hover feature; when thebuyer hovers over the icon, appropriate statistics for the column appear(e.g., totals, averages, minimum observation, maximum observation). Thisallows the reviewer to gain a sense of the data without having to scrolldown the entire report; because the report can literally containsthousands of returned items on the list (here, there are 39), thisfeature is very useful to the reviewer. The buyer may also export datato a local spreadsheet as illustrated in FIG. 51.

Turning now to FIG. 52 illustrating a buyer view, the buyer may generatea spend report utilizing the usual custom and standard selectioncriteria in the ICPR system. This report detailing the actual spendingon workers by the buyer (and its related report, the accrual report) hasbecome even more important to buyers with the advent of Sarbanes Oxleyand other regulatory requirements. Spending on staffing can ofteninclude many companies' single largest expenditure without a purchaseorder due to the flexible nature of hours worked each week, and unclearexpected durations of the assignments defeat the effectiveness of atypical purchase order system.

With the ICPR system order and time card functionality, the buyer canfirst ensure that all open orders have completed time cards as of afiscal quarter or fiscal year end and, second, quantify the liability tothe entire group of suppliers. The buyer needs a quality “purchase orderand receiver” system to ascertain liability or spend that invoices mustlater match to, especially because many staffing suppliers do not havesophisticated invoicing. The ICPR system provides the aforementionedcapability. The buyer with a December 31 year end may ensure that allorders do not have any missing time cards (by, say, January 2) and then,in seconds, generate a spend or accrual report that accuratelycalculates the liability that the individual buyer approvers havecollectively agreed to on behalf of the buyer company. The buyer neednot wait on invoices to be received to determine spend or liability.

Turning now to FIG. 53 illustrating a buyer view, the buyer can reviewthe results of the 493 items returned. After reviewing the detail, thereviewer can decide to change or narrow the selection criteria byclicking the “change” option. As illustrated in FIG. 54, the buyer canreview a summary breakdown of results from the previous report on FIG.53 (e.g., of the 493 items returned in FIG. 53, the Stockton Plantappeared in 17 items and shift 2 appeared in 108 items). The buyer canthen reselect criteria based on the new insights gained and thengenerate a new report.

Turning now to FIG. 55 illustrating a buyer view, the buyer can reviewthe new report with eight items returned (relating to shift 2 at theStockton Plant as selected on FIG. 54). This enabling “change” featureis available on many ICPR reports. With the ability to generate andregenerate new reports in seconds, each of which responds to the customtagging across multiple suppliers, the ability of a buyer to truly driveexcellence in usage of contract workers from the staffing industry isunique.

Turning now to FIG. 56 illustrating a buyer view, the buyer can generatea report regarding suppliers' invoices in the reporting subsystem. Theselection criteria allow the buyer to narrow the search. The buyer canalso see that four invoices met the criteria as illustrated in FIG. 57.The buyer may click the “info” button to review an invoice more deeply.

Turning now to FIG. 58 illustrating a buyer view, the buyer has clickedthe “info” button to review summary information about that particularinvoice. By clicking one of the links in the summary information, thebuyer can obtain even more information: time cards supporting theinvoice, the tagging for the time billed in the invoice, or a copy ofthe invoice itself. As illustrated in FIG. 59, the buyer can review theresult from having clicked “printed version” on FIG. 58. Note thetagging of locations and expense (accounting) codes to assist theaccounts payable department. This invoice copy means that a buyer firmcan now print duplicate copies of invoices or even go paperless. Thebuyer can now get all invoices for staffing from multiple suppliersusing the same invoice format and consistent tagging for expense codes,etc. Without the ICPR tagging and detailed time card support, theaccounts payable clerks typically pursue operation personnel toascertain nature, allocation, and even validity of the expenditure.

Turning now to FIG. 60 illustrating a buyer view, buyer personnel havemultiple options for obtaining different levels of detail for invoicessuch as “invoices only,” with summary information plus time card supportand tagging information, “invoices with time cards,” which also providesall the detailed hours for each time card, “invoices with time cards andorder summary,” which includes the order information as well, “invoiceswith time cards, order summary, and accounting info,” which provides thenecessary accounting information included in tagging, like the buyer'scustom accounting codes.

Like suppliers, buyers using the ICPR system may access all types ofreports relating to orders, time cards, invoices, suppliers, workers,and operations. Each of these reports has different types of selectioncriteria and selectors appropriate to the particular report; someselection criteria are custom to the supplier and others are ICPRstandard selectors germane to that particular report. In this fashion,because of the functionality and discipline created by the subsystems ofthe ICPR system feeding into the reporting subsystem, various buyerpersonnel are able to creatively access a nearly infinite, individuallycustomized array of report variations, within seconds, from any browser,anytime, anywhere.

Turning now to FIG. 61, illustrated is a flow diagram of an embodimentof a method of operating an ICPR system shared by multiple buyers,multiple suppliers and multiple workers concurrently according to theprinciples of the present invention. The method proceeds via a startstep 6010 and then continues to an order documentation step 6020. In theorder documentation step 6020, the orders for the suppliers and thebuyers with respect to the workers are documented (e.g., input and savedin a personal computer). In other words, the orders document theprocurement deals between the suppliers and the buyers. The suppliersalso label the orders associated with time of the workers correspondingthereto with one or more tags, thereby translating the time of theworkers into custom, internal terminology of the suppliers. Each of theorders may also specify a different method of time capture for theworkers assigned thereto.

If there are more orders to document, the method returns to the orderdocumentation step 6020 via a more orders decisional step 6030,otherwise, the method continues to a time capture step 6040. During thetime capture step 6040, the method captures time by receiving timeworked by the workers of the suppliers, which may include differentmethods of time capture from the workers positioned in one of anchoredand untethered locations assigned to the orders. If there is more timeto capture, the method returns to the time capture step 6040 via a moretime decisional step 6050, otherwise, the method continues to a timeapproval and buyer tagging step 6060.

During the time approval and buyer tagging step 6060, the buyers approveand label the time worked by the workers corresponding to the buyerswith one or more tags, thereby translating approved time of the workersinto custom, internal terminology of the buyers. If there is more timeto approve and tag, the method returns to the time approval and buyertagging step 6060 via a more time to approve and tagging decisional step6070, otherwise, the method continues to a survey step 6080. During thesurvey step 6080, the ICPR system captures survey answers by the buyersregarding the orders and, concurrently, the method continues to apayroll and invoicing step 6090.

During the payroll and invoicing step 6090, the method provides payrollinformation about the workers for the suppliers to pay the workers forthe approved time and invoices the buyers for the approved time. Inconjunction therewith, the ICPR system can provide information toauthorize lenders to finance invoices and monitor invoice activity ofthe suppliers associated with the orders in a financial network step6100. Additionally flowing from the payroll and invoicing step 6090, theICPR system can generate pay card activity, integrate the pay cardactivity with a financial institution and provide reports to the workersassociated with the orders in a card network step 6150. Finally, themethod concludes with an end step 6200. Consistent with the foregoingsteps, the ICPR system provides reports about the orders throughout themethod of operation thereof.

As mentioned above, the typical circumstance in the staffing industry isthat each supplier uses an independent system of time capture (oftenpaper time cards). Therefore, the typical buyer of staffing servicesfrom multiple suppliers does not enjoy a uniform approach to approvingtime or reviewing standard reports derived from time capture. The resultis a very inefficient morass of different time collection methods andreporting approaches that render effective use and interpretation ofstaffing moot for buyers of staffing (see FIG. 1).

The ICPR system can integrate multiple time capture approaches,including a universal time clock, and custom tagging to clear the morassaway, effectively linking together multitudes of buyer firms andsupplier firms in a way that allows each to treat their staffingactivity as being entirely customized, even while retaining theflexibility to work with any firm, anytime, anywhere. For years,procurement professionals have followed the principle that a companymust shrink supplier count (ideally to one or possibly two) in order toreduce overhead and the cost of acquiring the procured items. That worksfor purchasing pencils or computers. However, because no staffingsupplier has a truly complete geographic footprint, because staffingsuppliers that do have larger geographic service areas are uneven indelivering quality across multiple locations, and because there are somany specializations by worker profile, the effective, high valueprocurement of workers via staffing suppliers will remain decentralized.The ICPR system provides a process by which that properly decentralizedprocurement process can centralize virtually every other process andreporting.

Also, although the present invention and its advantages have beendescribed in detail, it should be understood that various changes,substitutions and alterations can be made herein without departing fromthe spirit and scope of the invention as defined by the appended claims.For example, many of the systems, subsystems and methodologies discussedabove can be implemented in different methodologies and replaced byother related systems and subsystems, or a combination thereof, toadvantageously form an ICPR system as described herein.

Moreover, the scope of the present application is not intended to belimited to the particular embodiments of the process, machine,manufacture, composition of matter, means, methods and steps describedin the specification. As one of ordinary skilled in the art will readilyappreciate from the disclosure of the present invention, processes,machines, manufacture, compositions of matter, means, methods, or steps,presently existing or later to be developed, that perform substantiallythe same function or achieve substantially the same result as thecorresponding embodiments described herein may be utilized according tothe present invention. Accordingly, the appended claims are intended toinclude within their scope such processes, machines, manufacture,compositions of matter, means, methods, or steps.

What is claimed is:
 1. An information capture, processing and retrieval(ICPR) system shared by multiple buyers, multiple suppliers and multipleworkers concurrently, comprising: a processor; and memory includingcomputer program code, said memory and said computer program codeconfigured to, with said processor, cause said ICPR system to perform atleast the following: document orders for said suppliers and said buyerswith respect to said workers, each of said orders specifying a differentmethod of time capture for said workers assigned thereto; and receivesaid different methods of time capture associated with said workerspositioned in one of anchored and untethered locations assigned to saidorders.
 2. The ICPR system as recited in claim 1 wherein said memory andsaid computer program code are further configured to, with saidprocessor, cause said ICPR system to allow said buyers to label dataassociated with time worked by said workers corresponding to said buyerswith one or more tags, thereby translating approved time of said workersinto custom, internal terminology of said buyers.
 3. The ICPR system asrecited in claim 1 wherein said memory and said computer program codeare further configured to, with said processor, cause said ICPR systemto allow said suppliers to label data associated with said ordersassociated with said time of said workers corresponding thereto with oneor more tags, thereby translating said time of said workers into custom,internal terminology of said suppliers.
 4. The ICPR system as recited inclaim 1 wherein said methods of time capture are selected from the groupconsisting of: worker submit, buyer submit roster, time clock submit,buyer submit select, and supplier submit.
 5. The ICPR system as recitedin claim 1 wherein said methods of time capture associated with saidworkers positioned in anchored locations include time capture via a timeclock that validates a physical presence at specific times of saidworkers, and said methods of time capture associated with said workerspositioned in untethered locations include a time capture via a wired orwireless connected computer.
 6. The ICPR system as recited in claim 1wherein said memory and said computer program code are furtherconfigured to, with said processor, cause said ICPR system to perform atleast one of: provide reports about said orders; provide payrollinformation about said workers and invoice said buyers for approvedtime; capture, compile and process survey answers by said buyersregarding said orders; provide information to authorize lenders tofinance invoices and monitor invoice activity of said suppliersassociated with said orders; and generate pay card activity, integratesaid pay card activity with a financial institution and provide reportsto said workers associated with said orders.
 7. An information capture,processing and retrieval (ICPR) system shared by multiple buyers,multiple suppliers and multiple workers concurrently, comprising: aprocessor; and memory including computer program code, said memory andsaid computer program code configured to, with said processor, causesaid ICPR system to perform at least the following: receive time workedby said workers of said suppliers; and allow said buyers to label dataassociated with said time worked by said workers corresponding to saidbuyers with one or more tags, thereby translating data associated withapproved time of said workers into custom, internal terminology of saidbuyers.
 8. The ICPR system as recited in claim 7 wherein said memory andsaid computer program code are further configured to, with saidprocessor, cause said ICPR system to document orders for said suppliersand said buyers with respect to said workers.
 9. The ICPR system asrecited in claim 7 wherein said memory and said computer program codeare further configured to, with said processor, cause said ICPR systemto allow said suppliers to label data associated with orders betweensaid suppliers and said buyers associated with time of said workerscorresponding thereto with one or more tags, thereby translating saidtime of said workers into custom, internal terminology of saidsuppliers.
 10. The ICPR system as recited in claim 7 said memory andsaid computer program code are further configured to, with saidprocessor, cause said ICPR system to receive different methods of timecapture selected from the group consisting of: worker submit, buyersubmit roster, time clock submit, buyer submit select, and suppliersubmit.
 11. The ICPR system as recited in claim 7 said memory and saidcomputer program code are further configured to, with said processor,cause said ICPR system to provide reports about orders between saidsuppliers and said buyers associated with said time worked by saidworkers.
 12. The ICPR system as recited in claim 7 said memory and saidcomputer program code are further configured to, with said processor,cause said ICPR system to provide payroll information about said workersand invoice said buyers for approved time.
 13. The ICPR system asrecited in claim 7 wherein said memory and said computer program codeare further configured to, with said processor, cause said ICPR systemto perform at least one of: capture, compile and process survey answersby said buyers about orders between said suppliers and said buyersassociated with said time worked by said workers; provide information toauthorize lenders to finance invoices and monitor invoice activity ofsaid suppliers with orders between said suppliers and said buyersassociated with said time worked by said workers; and generate pay cardactivity, integrate said pay card activity with a financial institutionand provide reports associated with said time worked by said workers.14. An information capture, processing and retrieval (ICPR) systemshared by multiple buyers, multiple suppliers and multiple workersconcurrently, comprising: a processor; and memory including computerprogram code, said memory and said computer program code configured to,with said processor, cause said ICPR system to perform at least thefollowing: document orders for said suppliers and said buyers withrespect to said workers and allow said suppliers to label dataassociated with said orders associated with time of said workerscorresponding thereto with one or more tags, thereby translating dataassociated with said time of said workers into custom, internalterminology of said suppliers.
 15. The ICPR system as recited in claim14 wherein said memory and said computer program code are furtherconfigured to, with said processor, cause said ICPR system to receivetime worked by said workers of said suppliers.
 16. The ICPR system asrecited claim 14 wherein said memory and said computer program code arefurther configured to, with said processor, cause said ICPR system toreceive different methods of time capture selected from the groupconsisting of: worker submit, buyer submit roster, time clock submit,buyer submit select, and supplier submit.
 17. The ICPR system as recitedin claim 14 wherein said memory and said computer program code arefurther configured to, with said processor, cause said ICPR system toallow said buyers to label data associated with time worked by saidworkers corresponding to said buyers with one or more tags, therebytranslating approved time of said workers into custom, internalterminology of said buyers.
 18. The ICPR system as recited in claim 14wherein said memory and said computer program code are furtherconfigured to, with said processor, cause said ICPR system to providereports about orders between said suppliers and said buyers associatedwith time worked by said workers.
 19. The ICPR system as recited inclaim 14 wherein said memory and said computer program code are furtherconfigured to, with said processor, cause said ICPR system to providepayroll information about said workers and invoice said buyers forapproved time.
 20. The ICPR system as recited claim 14 wherein saidmemory and said computer program code are further configured to, withsaid processor, cause said ICPR system to perform at least one of:capture, compile and process survey answers by said buyers associatedwith time worked by said workers; provide information to authorizelenders to finance invoices and monitor invoice activity of saidsuppliers with orders between said suppliers and said buyers associatedwith time worked by said workers; and generate pay card activity,integrate said pay card activity with a financial institution andprovide reports associated with time worked by said workers.